1 - 10 of 17 results for: BUSGEN

This course introduces and operationalizes the Triple Bottom Line framework for measuring and managing sustainable value creation. The framework highlights the balance that needs to be achieved by an organization across three dimensions of sustainability-related performance - environmental stewardship, social impact, and value creation - and provides a powerful lens for both evaluating the firm's current activities and designing a business strategy with sustainability at the core of its value proposition. The first half of the course focuses on developing skills to use financial statement disclosures, sustainability-related reports, and other publicly available and private sources of information to critically evaluate a company's economic performance and financial condition (i.e., the value creation dimension of the Triple Bottom line) and to measure and assess how a company's operations interacts with the environment and society (i.e., the environmental stewardship and social responsibility dimensions of the Triple Bottom Line). The second half of the course will focus on applying the Triple Bottom Line analyses to specific decision contexts, and will examine the measurement issues, trade-offs, and implementation challenges associated with identifying and executing a sustainability-oriented business strategy. The course is structured to develop students' ability to critically assess the sustainability-related performance of an organization and to ultimately translate that understanding into specific recommendations to improve that company along each dimension of sustainability. The perspective taken is that of an executive relying on available financial and non-financial information for performance evaluation, investment analyses, and strategic decision making purposes, yet the concepts and tools can also be applied by investors who need to understand whether or not the organization's activities are sustainable. The capstone to the course is the completion of a comprehensive, real-time analysis of a publicly-traded company using the Triple Bottom Line framework and the development of a set of recommendations for how the organization can improve its sustainability-related performance.

What does the AI revolution mean for the future of work, careers and organizations? The course will start with an overview of leading theories of organizations, all of which were effectively modeled on the 20th century firm. We will then turn to understanding recent developments in machine learning and AI, from the point of view of an informed user (rather than a technical developer), ranging from foundation language models to Decentralized Autonomous Organizations (DAO) implemented using blockchain technology. These will form the basis for an ongoing discussion about the future of organizations in the age of AI. Is this merely another phase in the modern organization's evolution, is this a paradigmatic redefinition of its structure and function, or is this a cataclysmic moment heralding the end of organizations as the central building blocks of economic activity? We will (speculatively) discuss these issues from a broad perspective, investigating how AI is already impacting work and organizational structures, as well as these changes' broader social implications (such as their effect on work/life balance, the gendered division of labor in the household, and the structure of community). The implications for business and management are clear: AI is already impacting organizational life, and will continue to do so as technologies mature and their business models are refined. This course may not be audited.

In its exploration of the future of money and payments, this course focuses on technology, market competition, and public policy. Money and payments have long been dominated by physical cash and by transfers between deposit accounts of correspondent banks, including central banks. After a grounding in conventional payment systems, the course investigates ongoing improvements and disruptions of conventional approaches with new technologies, including instant payment systems, narrow banking, central bank digital currencies, and cryptographic applications such as blockchain-based digital ledgers, stablecoins, zero-knowledge proofs, smart-contract settlement, and automated market making. Policy concerns include financial inclusion, efficiency, disruption of banking, privacy, anti-money-laundering, financial stability, and monetary policy transmission. Grading is based on frequent short homework assignments and quizzes.

This course introduces the fundamental principles of financial and managerial accounting, cost accounting, managerial decision-making, interpreting financial statements and ratios, cost data, budget information. The course will conclude by introducing select topics in corporate governance and managerial economics that are relevant for decision-making. Highlights include learning: -- The definition and measurement of assets, liabilities, owners' equity, revenues, and expenses. -- The accrual accounting process and the difference between earnings and cash flows. -- The format, purpose, and preparation of the four financial statements and footnotes. -- The distinction between financial and managerial accounting. -- How different decisions affect cash flows, revenues, expenses, and profits. -- Different types of cost that are relevant for decision-making and break-even analysis (e.g., fixed costs and variable costs, direct and allocated costs, and sunk and future costs). -- The concept of the time value of money and the discounted cash flow (DCF) framework for evaluating investment projects and valuation, which entails (i) estimating expected future cash flows, and (ii) assessing risk. -- The difference between diversifiable (or idiosyncratic) and non-diversifiable (or systematic) risk, and the concept of "Beta," which is a common measure of stock price risk. -- How hedging can be used to reduce exposure to risk. -- How to apply the present value framework to decisions involving choices among projects, personal finance decisions, and valuing of common liabilities (e.g., mortgages and bonds). -- Key principles of corporate governance and ethical decision-making. This course may not be audited.

Unlock the language of corporate social responsibility with our course "Metrics and Their Meaning: Interpreting Corporate Environmental and Social Impact Disclosures." Have you wondered what corporations reveal about their environmental and social policies and performance? Do you want the skills to interpret their disclosures, to understand how companies manage their carbon emissions and fulfill their social responsibilities? If so, this course can guide you through the nuances of corporate impact reporting. The course takes an interactive approach to deepen your understanding of how corporations communicate their environmental and social impacts. Class sessions will include exercises with classmates, group conversations, and discussions with influential guest speakers who are leading the charge in corporate measurement and reporting. We will explore various frameworks for measurement, evaluation, risk assessment, and disclosure, shedding light on the motivations behind corporate engagement in environmental and social activities and disclosure, and the responsibilities of managers and directors. We will also delve into understanding the landscape of key players influencing corporate disclosure decisions, from corporate management to citizens and activists to institutional investors and regulatory bodies such as the US Securities Exchange Commission, the International Sustainability Standards Board, and the European Union. Gain the ability to read ESG reports critically, along with a foundational understanding of financial reports. No prior accounting knowledge is necessary, as we will provide essential basics in the initial sessions. The course culminates in group projects that offer an in-depth exploration of issues related to assessing an organization's social and environmental footprint. Project topics may include evaluating sustainability disclosures, analyzing standard-setting and disclosure regulation, or generating and evaluating innovative business models for positive environmental and social impacts. nWhile this course may not be audited, a request for Pass/Fail grading may be submitted for instructor review.

This course will begin by examining strategy in established companies. What is strategy? What are the components of good strategies? How is internal and external strategic consistency achieved? Who sets strategy, and how? With answers to these questions in hand, we will turn to how strategy is different in start-ups. How do founders set strategy when the future direction of the company is still uncertain? Finally we will look briefly at the strategic management of not-for-profit organizations. The course will be taught mainly by the case method, with active class participation. Often the protagonist of the case will join as a guest. Preparation for each class is essential. Every class will require a short write-up of the preparation assignment questions. Two of those will receive a numerical grade. The class grade will be based on class participation, completion of the assignments, the two assignment grades, and an in-class final. This course may not be audited but may be taken pass/fail. Please fill out this application to apply: https://forms.gle/7r9TU3SPSYNwj1S18.

This course provides tools that can help you successfully lead individuals, groups, and organizations. The material serves as a practical guide to managing workplace behavior - your own and that of your coworkers. To explain key concepts, we draw on robust social science research, which highlights several leadership challenges: making sound decisions, motivating employees to implement your vision, influencing others to support your ideas, and dealing with interpersonal conflict. We explore these issues using readings, cases, lectures, discussions, and in-class exercises. In many ways, this is a course in applied social and behavioral science. By this, we mean that the course will cover a variety of core concepts and theories from psychology and organizational science that will help you diagnose organizational problems and decide on the best course of action. The goal is to apply research-based knowledge to resolve practical dilemmas. This will be accomplished through careful analysis of experiential exercises and discussion of cases involving examples from actual organizations. After taking this course, students will be better able to: (1) craft more compelling communication that encourages others to recognize the value of their ideas, (2) build strong, dynamic, and highly motivated teams, and (3) manage collaboration challenges with a combination of sensitivity and political savvy. These skills will be invaluable as you pursue your professional goals after Stanford.

Policymakers often need to make decisions when the implications of those decisions are not known with certainty. In many cases they rely in part on statistical evidence to guide these decisions. This requires statistical methods for estimating causal effects, that is the impact of these interventions. In this course we study how to analyze causal questions using statistical methods. We look at several causal questions in detail. For each case, we study various statistical and econometric methods that may shed light on these questions. We discuss what the critical assumptions are that underlie these methods and how to assess whether the methods are appropriate for the settings at hand. We then analyze data sets, partly in class, and partly in assignments, to see how much we learn in practice. Pre-requisites: One quarter course in statistics, at the level of STATS 116 or STATS 117. Programming experience with Python will be helpful but is not required. This course may not be audited.

This course, adapted from BUSGEN 105, provides an in-depth exploration of the strategic challenges unique to technology startups. Through case-based discussions, real-world examples, and guest speakers from the tech industry, students will develop a practical understanding of how founders and leaders navigate high-stakes decision-making in dynamic environments. Designed for students who are seriously considering starting or joining an entrepreneurial tech venture, the course begins by examining strategic frameworks in established firms before shifting focus to the distinct considerations of high-growth technology ventures. Key topics include strategic consistency, competitive positioning, scaling challenges, and the role of leadership in shaping startup success. The course will be taught using the case method, with active class participation expected. Guest speakers - often the protagonists of the cases - will provide firsthand insights into the complexities of startup strategy. Preparation for each class is essential and students should expect to be "cold called." Each class requires a short write-up of the preparation assignment, with two assignments receiving numerical grades. Final course grades will be based on participation, assignment completion, graded submissions, and an in-class final. Please use this link ( https://forms.gle/XXAdV1xYihPRBWjN7) to apply to the course by Sunday, March 9th at 11:59 PM. Enrollment decisions will be communicated within a week of the deadline. This course may not be audited.